Women's Values of Sustainable Leadership
transearch.com (PDF)

It is clear that the issue of Sustainability is part of a collective awareness within civil society, business and politics, which strives to respond to these paradigm shifts and the resulting contradictory injunctions. How do we reconcile the need for immediacy, reinforced by the expansion of digitalisation, with the long-term reconstruction? How do we instil a shared value at the time of a new era marked by individualism?

These transformations profoundly modify the fundamental principles of our society and tend to define new balances, such as developing our business models towards a tripartite balance "People, Profit, Planet", or paying more attention to gender stereotypes.

Diversity and Inclusion are founding principles of a more sustainable business model, and even if they encompass several components, including that of gender equity, it is obvious that good intentions are not enough. The principle of reality still bears witness to this in France, with so few women in leadership positions.

The introduction of quotas at board level, and soon within management committees has surely started demonstrating its virtues. But doesn't strengthening a company's performance in the deployment of its "Sustainability" imply the development of a new, more balanced leadership model that upholds both feminine and masculine values? Wouldn't promoting women's values be an additional performance lever? Is it not time to design a woman leadership model, similarly to the way the men leadership model that has prevailed so far?

In the continuation of their first study conducted in 2020 on the definition of a "Sustainable Leader", TRANSEARCH Paris wondered about the feminine components of a new sustainable leadership, its assets to support the tall orders of Sustainability, the actions to be taken and the challenges to be met to promote sustainable parity.

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Diversity In The Biotech C-Suite Q&A
fiercebiotech.com

"If you're paying attention even a little bit to the diversity of the biotech C-suite, it's easy to see that there are few women or visible minorities at the top. But just how bad is the situation?"

The following is a Q&A with Fierce Biotech and Darren Raycroft, partner and managing director at executive search firm The Bedford Consulting Group.

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The Challenge for Global Leaders and Learners

The challenge for global leaders and learners (those terms should almost be synonymous) is to learn how to adapt to changing business currents and how to selectively engage the experience and insights that have served us well in the past while embracing new knowledge and a new sense of open-mindedness for whatever comes next.

Part of this new playbook for professional and managerial growth is to make some well thought out investments in the next generation of leaders who may, sooner perhaps than you might have previously imagined, be successors to some of the most pivotal roles in your enterprise. Perhaps even yours!

You see, mentoring, encouraging and acting to promote promising younger stars in our modern-day, highly interconnected global organisations is not only part of the chemistry for future growth we need to achieve ambitious goals, but also the means through which we see business opportunities through a different lens and build the internal support for seizing them.

Insights from "Providing Opportunities for Next Generation Leaders".


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

The Now, The Next, and The New Normal
aesc.org

"It's important to take lessons out of this rather quickly. So, what can you learn out of this crisis? What can you do? How can you shape your solution? How can you shape your services? How can you shape the sale of your product? This is pretty much something that every single industry or every single client has to think about." - Ullrich Ackermann, Chair of the Board at TRANSEARCH.

Ullrich shares his views on dealing with the ever-evolving status of organisational life, with the AESC.

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Human Capital as an Asset
weforum.org

"The devastating labour-market impact of the pandemic and the need for governments to step in and provide extensive support have made it clear that a financially incentivized business model driven by short-term wins no longer works; public and media focus on how companies manage their human capital resources is intensifying."

This report from the World Economic Forum seeks to provide a human capital accounting framework that values talent as a key asset to contribute to an organisation's sustained value creation.

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The Global Expansion of Executive Search
aesc.org

The demand for skilled leadership exceeds supply worldwide and the pressure is high for organisations to find and retain top talent. Ulrich F. Ackermann, Chair at TRANSEARCH International, is interviewed alongside other global AESC leaders for the most recent Executive Talent magazine to discuss the tremendous growth in the executive search and leadership consulting profession.

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